 Strategies Today: The Fiction of Rational ManagementFriedrich Glauner
Chapter 2 in Future Viability, Business Models, and Values, 2016, pp 11-22 from Springer Abstract: Abstract The leading voices in the field, like Porter (1985, 1996) or Hamel and Prahalad (1990, 1995), suggest that strategy development is the silver bullet for competitive success in the future. It is, indeed, the show discipline of executive managers, as it considers all other management tasks secondary to this overriding purpose (Müller-Stevens and Lechner 2003, 20ff). By asking three questions—“What you are deeply passionate about? What you can be the best at in the world? What drives your economic engine?” (Collins 2001, 95f)—strategy development challenges the business model and defines products, markets, target groups, and customers for the company. It is the rational way of doing business in future, with »rational« meaning a process that follows a structure to make success predictable with a measurable input–output calculation. In fact, there are three reasons that should make us wonder whether strategy development is the rational way to plan commercial success. These reasons relate to the inherently opaque nature of reality. Date: 2016 There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:csrchp:978-3-319-34030-2_2 Ordering information: This item can be ordered from DOI: 10.1007/978-3-319-34030-2_2 Access Statistics for this chapter More chapters in CSR, Sustainability, Ethics & Governance from Springer |
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